How we work, our board and governors

Including trust board and council of governors meeting information and profiles.
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Appointment Form

If you have been given an outpatient appointment at the hospitals and are unable to attend for whatever reason you can use the form below.

It is really important that you let us know of any changes as soon as possible. This means we can offer the original appointment to another patient.

Please complete the form below with your contact details and as much information as possible. You can find most of the information we need on your appointment letter.

If you have any problems using this form, please call the number on your appointment letter and we will do our best to help you. You will receive a response from us so you know it has been received and actioned.

If you wish to change the date and time of your appointment you, you can click the re-book option and state any dates that are not suitable for you, or you can contact us using the number on your appointment letter.

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Vision, responsibilities and strategy

Our vision

Our vision is laid out in our new strategy document creating tomorrow's healthcare today. It explains how we want to be the most clinically and financially successful integrated health care provider in our part of the region. We work to a number of nationally and locally set targets - including our own QPS (Quality, People and Sustainability) framework to ensure that you receive the care you need when you need it, and to the highest national quality and safety standards. We also provide those services within a strict financial budget which we are responsible for delivering.


Our board

Overall responsibility for delivering our services rests with the trust board who are accountable for day to day operational performance as well as setting and delivering strategy and policy for the trust. Trust board is made up of a group of executive directors and non-executive directors.


Being an NHS Foundation Trust

NHS foundation trusts were created to devolve decision making from central government to local organisations and communities. Trusts who are seen as being able to properly manage their services and finances can apply to become an NHS foundation trust. We became an NHS foundation trust in December 2008.

We still provide and develop healthcare according to core NHS principles - free care, based on need and not ability to pay but are not directed by Government so have greater freedom to decide, with our governors and members, our own strategy and the way services are run.


Our council of governors

As an NHS Foundation Trust we have a council of governors who act as the voice of the local community. They are made up of public, staff and partner governors - the majority of whom are elected by the 10,000 local people who have joined the trust as public members from the areas we serve in Warrington, Runcorn, Widnes and the surrounding areas. The governors hold the trust board to account on behalf of local people.


Strategy

Each year we produce an annual plan that sets out our targets and priorities for the current year and the years ahead. The plan includes how we will meet local and national targets and the developments that we want to put in place. The plan is developed and agreed by both the trust board and the council of governors. Comments and views are sought from our members and the public through an annual survey.

How we structure our clinical teams

Day to day operational decisions are made by the executive directors with support from our clinical management teams in our three clinical divisions. These divisions are:

  • Unscheduled care - managing emergency services such as accident and emergency, our medical wards, cardiology (heart) and stroke services
  • Scheduled care - managing our surgical services, including our operating theatres, surgical wards, day case facilities and ophthalmology (eye) services
  • Women's, children's and clinical support services - managing services including maternity, our children's wards, diagnostic services and our scientific services like pharmacy and the laboratories.

Each of our clinical divisions has an associate divisional director (the lead manager for the area), associate director of nursing (or midwifery) and a divisional medical director who report to the executive directors.

There are also doctors who act as clinical leads and matrons (lead nurses) for specialties within each division. These teams work on the ground at our hospital sites to provide care for patients as well as managing the individual the staff and care in the services and specialties that they are responsible for.

Corporate teams

Our clinical divisions are complemented by a range of corporate services that ensure our hospitals run effectively. These include:

  • Patient services and facilities - responsible for services including catering, portering, transport, cleaning, parking and security
  • Human resources - responsible for recruitment and looking after our staff
  • Education and training - responsible for the training and development of our staff
  • Governance - responsible for ensuring our services are run safely to the right standards
  • Information technology - responsible for overseeing and developing our clinical and administrative computing systems
  • Estates - responsible for maintenance and overseeing new building and facility developments
  • Finance - responsible for ensuring we manage our budgets effectively
  • Corporate nursing - responsible for nursing strategy, infection control, patient feedback, complaints and our Patient Advice and Liaison Service
  • Business development - responsible for contracting, research and development, developing our services, communications and membership.
How we are regulated

NHS foundation trusts are regulated by an organisation called Monitor - the independent regulator of foundation trusts. Monitor ensure that we are meeting the targets - both clinical and financial - that we set and that are set nationally. They can take action if we are found not to be meeting those targets and standards.

One of Monitor's key roles is ensuring that foundation trusts are financially viable so that their long term future is secure in line with their annual plan.

We are also regulated by the Care Quality Commission (CQC) - the watchdog for healthcare services. The CQC monitor clinical and quality and safety standards in hospitals and carry out inspections to ensure that we are meeting national standards.

Want to know more about our financial performance?

Each of our monthly public board meetings includes a detailed financial dashboard and summary. The papers from each meeting are published directly after the meeting.

Our annual reports contain our full financial performance and full accounts from the previous financial year.